The purpose of this paper is to provide an integrated approach for mapping, gauging and tracking strategic assets and to formalise an applicable analysis and reporting model. An open process is proposed as an alternative method for gauging them effectively through a flexible conceptual framework. The suggested solution, out of the amorphous mass of strategic resources, returns an analytic snapshot of its composing elements and provides findings that are comparable with other organisations. This framework is structured with an auditing approach, dialectically involving the firm’s management. It results in a tailor-made scalable methodology composed of seven interlinked cascade steps intended to: 1) identify the link between value and performance; 2) properly set and target meaningful bottom-up KPIs; 3) build a suite of synthetic indicators. This approach could enhance managers’ awareness of strategic entities and their relationship with business performance, thus easing resource allocation, investment strategy and business development. In order to validate its usability, this model has been implemented in a leading company in the Italian ceramic industry.
A 7-step framework for gauging strategic assets through a flexible format. An industrial case study application
CRICELLI, Livio;GRIMALDI, Michele
2014-01-01
Abstract
The purpose of this paper is to provide an integrated approach for mapping, gauging and tracking strategic assets and to formalise an applicable analysis and reporting model. An open process is proposed as an alternative method for gauging them effectively through a flexible conceptual framework. The suggested solution, out of the amorphous mass of strategic resources, returns an analytic snapshot of its composing elements and provides findings that are comparable with other organisations. This framework is structured with an auditing approach, dialectically involving the firm’s management. It results in a tailor-made scalable methodology composed of seven interlinked cascade steps intended to: 1) identify the link between value and performance; 2) properly set and target meaningful bottom-up KPIs; 3) build a suite of synthetic indicators. This approach could enhance managers’ awareness of strategic entities and their relationship with business performance, thus easing resource allocation, investment strategy and business development. In order to validate its usability, this model has been implemented in a leading company in the Italian ceramic industry.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
